Conflict Resolution

This issue of MIT SMR focuses on creating and managing successful, engaged teams in a pandemic-changed world.

Managers can learn to recognize specious claims of victimhood by employees called out for engaging in discrimination.

Many organizations keep spinning their wheels with sensitivity training. There’s a better way to address systemic bias.

When political strife threatens workplace relationships, managers can take specific actions to help maintain civility.

Connecting through collaboration and conflict, preventing leader derailment, and assessing the impact of leaders’ unethical requests.

When leaders ask employees to cross ethical lines, they risk reducing workers’ long-term performance.

In times of high stress and crisis, interdepartmental strife can wreak havoc. Here’s how to stop it.

Create harmony between agile and your team’s culture.

Research finds that teams lacking diversity may be more susceptible to making flawed decisions.

If handled well, conflicting demands in a business can be sources of creativity and opportunity.

A look at key leadership decisions made during the 2010 mine cave-in crisis.

Systematizing the analysis process should produce more gain and less pain when forming strategic partnerships.

Having one member in a remote location helps teams communicate.

It can be good or bad, depending upon what kind it is and in what cultural context it occurs.

The idiosyncratic aspects of electronic mail can obviate resolution.